Les Hines, associate director of Asset Management at Jonathan Lee Recruitment, explores the challenges posed by the skills gap in the utilities sector and how businesses can combat these.
“There is a widely recognised and significant shortage of engineers across industry in the UK and the utilities sector is no exception. With fewer engineers in training and education and many established, experienced engineers approaching the last decade of their working lives, the skills gap is widening and indicators are that this is only set to worsen unless action is taken quickly.
The advancements in digital technology associated with 4IR, including the need for more skills in sophisticated data analysis, Building Information Modelling (BIM) and the Internet of Things (IoT) are revolutionising the sector. With the speed of change, it is proving a real issue for businesses to find enough engineers with the skills to utilise new digital age tools and data measurement systems effectively.
It is therefore critical that employers encourage engineers in more traditional disciplines to upskill and embrace the new digital toolset. Targeted external training or the engagement of experts on a contract or interim basis to facilitate skills transfer are two potential routes that employers should explore.
Another possible solution would be to transfer data engineering experience from similar industries, such as oil and gas, where earlier investment in digital technology means that there is a more established skillset within the talent pool that utilities asset managers could capitalise on.
However, these options alone will not provide a long-term solution. The industry needs to come together to promote engineering as a highly valued career option for young people in the UK, as has been successfully done in other European territories such as Germany where the title of professional engineer is protected by law. Whilst government and private sector initiatives have increased opportunities in apprenticeships and vocational training for engineers in recent years, we still have some way to go in attracting enough of the next generation to core engineering disciplines.
We should also consider starting these initiatives earlier by focusing on STEM subjects in primary school as providing more positive experiences can encourage the curiosity and engagement with technical disciplines as a potential career. This could also help address the ratio of women in engineering, capturing interest earlier.
The UK has also benefited in recent years from an influx of international talent to our engineering and manufacturing businesses, but recent signs indicate that the appetite for engineers to move to the UK before clear post-Brexit migrant working rules are established is lessening. In 2018 alone, applications from overseas candidates for roles we are advertising have fallen by around 10%. Establishing clear guidance and restoring candidate confidence will be critical in attracting the best engineers to the UK.
Government commitment to major infrastructure project delivery also has a part to play in building confidence. The National Infrastructure Commission (NIC) recently raised concerns about the government’s failure to firm up timetables and funding plans for major projects such as Crossrail 2 and Northern Powerhouse Rail. Increasing clarity on plans will in turn allow businesses to invest in the right skills to support major projects. Likewise, longer term vision coupled with access to investment and support from the government will enable businesses to invest in their current and future workforce with less risk.
The UK has always been a world leader in engineering and much of the significant overseas investment the industry has seen can be attributed to innovative and forward-thinking, solution-based engineering. If we are to retain our position in the global market, we must embrace innovations such as the smart grid, battery storage and commit to lowering harmful emissions and developing the skills needed to assure the future of the sector.”